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IDEAL Leadership Development Session ThreeMarch 2, 2012

Video Conference

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Agenda

12:00 – 1:00 Lunch and Change Leader Team Presentations

1:00 – 1:30 Increasing the Impact of Your Change Theme

1:30 – 2:30 Cross University Discussion: Increasing Collaboration and Building Sustainability

2:30 – 2:45 BREAK

2:45 – 3:15 Leadership Vision

3:15 – 4:00 Team Discussion: Implementing the Change Project

4:00 – 4:30 Whole Group Discussion 

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Increasing the Impact of Your Change Theme Across Your University

• Collaboration Checklist (handout)• Stages of Change

• Framing the Message

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Increasing Impact through Collaboration

Collaboration Checklist

Increase sustainability; mutual interest, mutual benefit (diversity office, IR, Case/Fisk)

Build grassroots support

Develop resources

Embrace those with political or decision-making power

Change Project Template asks you to think of resources needed and potential alliances

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Start Where You Are: The Five Stages of Change

1. Pre-contemplation – “we have always done it this way”, “can’t lower standards”; No dialogue & no resources

2. Contemplation – “we need to figure out how to keep women and minority faculty”, “diversity is excellence”; Workshops, discussion, taskforces & committees

3. Preparation – “I use best practices for hiring women and minority faculty”; Resources, training

4. Action – “I hired my first women Post-doc”; Numbers increase, leadership roles increase (deans, chairs etc.)

5. Maintenance – “I am always recruiting women and minority applicants”; Annual data review, policies, rewards/reinforcements for behavior

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Start Where You Are: The Five Stages cont.

Pre-contemplation – No dialogue & no resources

Contemplation – Workshops, discussion, committees

Preparation – Resources, training

Action – Numbers increase, women in leadership roles

Maintenance – Data review, policies, rewards

With respect to the ADVANCE goal:

– What stage is your university at?– What stage are your IDEAL departments at?– How can you use this information help you develop

your message about the goals of your theme and current project?

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Start Where you Are: Tailor Your Message

Stage-matched interventions outperform one-size-fits-all interventions in behavior studies.*

Allows everyone to participate in the change even if they are not ready to take action.

Acknowledges that the power to change already exists and is a choice.

Concrete reflection of how you can move the needle on change.

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See Pre-Reading, “Diversity in Academic Medicine: The Stages of Change Model”, Carnes, Handelsman, Sheridan* “A Transtheoretical Approach to Changing Organizations”, Janice M. Prochaska, James O. Prochaska, and Deborah A. Levesque, Administration and Policy in Mental Health, Vol. 28, No. 4, March 2001

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Frame Your Message

Communication is not just information transmission it is the management of complex meaning

“Framing” organizes experience and shapes content

Where do you want the attention? Clearly define:

– The goal of the theme and/or change project

– The goal of the communication/meeting (information, persuasion, collaboration, input, celebration)

– Mutual purpose, the benefit for all

– Specific strategies, actions, or contributions that would move the project forward (if applicable)

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Use All the Available Tools

Framing your message focuses attention where you want it – now use what you have

Hold informational meetings– In all IDEAL departments

– With potential collaborators to explore common priorities

– With constituents who may be affected (pre-tenure faculty etc.)

Use and adapt prepared IDEAL PPTs, summaries, web pages and publicity

Activate your marketing department university and college-wide

Use national events like AAUW report to raise awareness and highlight IDEAL

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Cross University Discussion: Increasing Collaboration and

Building Sustainability

1:30 – 2:30 pm

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Leadership Vision

• What is vision?• The transformative power of vision• Framing your goals to be compelling• Activating campus allies• Building institutionalization into activities• Measuring your transformation

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Two Important Components of Leadership Vision

Core Purpose: The organization’s fundamental reasons for existence beyond survival

Envisioned Future: a clear and compelling dream or ideal state

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Core Purpose

Vision defines an organization’s fundamental purpose It defines the customer and the critical processes Answers the question: What purpose does our existence

serve? How do we contribute to a larger system? What business are we really in? Not in? What is our formula for success - how will we survive,

compete, and grow? What results are we striving for? How will we achieve

these? Is not an objective with a timeline, but rather the overall

goal that is accomplished as organizational goals and objectives are achieved

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Future State

Defines the desired or intended future state of an organization

Answers the question: Who/where do we want to be in the future?

Describes how the organization would like the world in which it operates to be

Provides a 'picture' of the organization in the future.

Vision is a long term view

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What Vision Does

Grabs, pulls, animates, and inspires people

Creates order out of randomness Generates excitement for the project Instills confidence Forces us to take a stand for a preferred

future

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How Leaders Communicate Vision

They compellingly articulate purpose

They constantly share information about how accomplishing the vision benefits all

They use vision to provide direction and priorities

They keep the vision energized and up to date

They create the environment that supports achieving the vision

They are the champions and stewards of the vision

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Example of VisionCWRU’s Mission (core purpose) To improve people’s lives through preeminent research, education and

creative endeavor. We realize this goal through: Scholarship that capitalizes on the power of collaboration. Learning that is active, creative and continuous. Promotion of an inclusive culture of global citizenship.

CWRU’s Vision (future state) We aspire to be recognized internationally as an institution that imagines

and influences the future. Toward that end, we will: Support advancement of select academic fields as well as new areas

of interdisciplinary excellence. Provide students with the knowledge, skills and experiences

necessary to become leaders in a world of rapid change and increasing interdependence.

Nurture a community of scholars who are cooperative, collegial and committed to mentoring and inclusion.

Build on our relationships with world-class health care, cultural, educational, and scientific institutions in University Circle and across greater Cleveland.

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ACES (CWRU’s ADVANCE) Vision

To promote a campus-wide culture characterized by equality,

participation, openness, and accountability

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IDEAL VisionTo increase the number of

STEM women and minority faculty in all ranks and leadership at each partner university through:

Creation of an active change leader community through leadership development of key change agents

Implementation of annual projects to drive change with structures, policies, practices, metrics

Sharing information and best practices across partner universities, including through an annual plenary conference

Commitment and sustainability from senior administration.

Commitment and Sustainability

Information & Best Practice Sharing

University Change Projects

Change Leader Development

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The Transformative Power of Vision

The Visual Image (clarity)

The Pygmalion Effect (self-fulfilling prophesy)

Heliotropism (attention and energy)

The Hawthorne Effect (mindfulness)

The Halo Effect (focus)

Flow (attuned to context)

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The Levels of Vision

Annual Change Project’s Vision

IDEAL Partner School Vision

NSF-ADVANCE

Increase the representationand advancement of womenin academic STEM careersfor a more diverse scienceand engineering workforce.

Each Partner School’s Vision of Transformation

Each Annual Change Project’s Vision

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Embed Your Vision into the Fabric of the University

Activate campus allies

Build institutionalization into activities

Embed vision at all levels, University Leadership, School/Department, Campus

Permeate the university with your vision

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Embed Your Vision: Activate your Allies and Build Institutionalization Hold regular meetings of the IDEAL project team and invite

relevant others to attend

Weave a coalition of campus allies to move IDEAL goals forward and embed the project in a sustainable way

– Indictor data can strengthen IR capabilities to measure and document transformation

– “NSF cannot be your IR” comment at mid-project site visit led to expanded department

Think now about institutionalization - How will IDEAL changes and momentum be sustained?

– E.g. Faculty Diversity Specialist position and Women’s Center staff position from soft money to permanent

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Examples of Embedded Aspects of ACES (now ACES+)

University Leadership

School and Department Level

Campus Level

Provost’s Annual Leadership Retreat

Accountability of Deans

Coaching and networking for women faculty

Coaching, training & development of deans, chairs in S&E and other depts.

New Policies, Structures & Procedures

Search Committee Supports

Opportunity Grants for Faculty

Hotline Coaching for Women faculty

Commitment of Senior Administrators

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Embed Your Vision: Connect the Dots and Share Information Link IDEAL to your university’s strategic plan and/or

diversity plan

Bring up IDEAL in various venues and meetings on campus

Share information with IDEAL departments and schools through websites, flyers, brochures, university publicity

Hold special update meetings with concerned constituents (e.g. women faculty, women faculty of the school of medicine,

Hold events to build community (e.g., speakers like Bernice Sandler, annual ACES Theater Party, Provost’s Leadership Retreats)

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Provost Leadership Retreats 2004 - 2010

2004 - “NSF-ACES Year One”

2005 – “Things That Work!”

2006 - "Leading Change: Creating Tomorrow's University”

2007 - “Competing for the Academic Workforce in a Global Environment.”

2008 - “Consolidating Our Gains, Shaping Our Future”

2009 – “Tomorrow’s Faculty: Trends, Opportunities and Actions”

2010 - “Building Cooperative Capacity in Academic Departments”

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Link Your IDEAL Theme and Project to NSF-ADVANCE Goals

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CWRUBGSU

CSU

KSU

UT

UA

IDEAL PROJECTS

IDEAL VISION

NSF-ADVANCENational Priority: Increase the representation and advancement of women in academic STEM careers for a more diverse science and engineering workforce.

Adapt & disseminate ADVANCE successes and create a community of Change Leaders

Change Projects drive Transformational Themes at IDEAL Partner Schools

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Team Discussion:

Implementing the Change Project

Clarify your change project vision (core purpose and future state) building on the institutional change theme

Frame your agenda Define how the theme and project benefit all

Report out at 4:00 p.m.

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Scheduling & Next Session

Please complete your session evaluation

Suggestions for topics for Final Leadership Session Tuesday, April 10th at BGSU

Plenary Conference: Friday, September 28th 9:30 – 4:00 pm at CWRU

 www.case.edu/provost/ideal/plenary.html